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Session Type: Paper Session
Program Session: 2113 | Submission: 18985 | Sponsor(s): (TIM)
Scheduled: Tuesday, Aug 9 2016 3:00PM - 4:30PM at Anaheim Marriott in San Diego
Open Innovation: Collaborative Innovation
Collaborative Innovation
Theme: Making Organizations MeaningfulResearch

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Chair: Filip De Beule, KU Leuven
Track A: Open and Collaborative Innovation
TIM: When Collaborative Innovation Backfires: Design Rules and the Strategic Role of Module Boundaries
Author: Richard Tee, Luiss Guido Carli U.
This paper focuses on how product module boundaries affect the dynamics of competition and cooperation in multi-partner collaborative ventures. Based on a longitudinal investigation of the Symbian collaboration, we provide a framework that traces the evolution of collaborative ventures and the role of module boundaries. We find that the use of modular designs can trigger additional complexity in the collaboration, which in turn creates more competitive behavior. As the collaboration is restructured in response to these dynamics, it becomes increasingly difficult to set module boundaries. Together, these difficulties subsequently limit the ability of the venture to create both create and capture value. Overall, our framework helps understand how cooperation and competition co-evolve with product design, highlighting the dark side of flexibility.
Search Terms: Modularity | Co-opetition | Architecture
Paper is No Longer Available Online: Please contact the author(s).
TIM: Disruption by users? – Analyzing the sources of historical breakthrough innovations
Author: Stephanie Preissner, TUM School of Management
Author: Christina Raasch, TUM School of Management
Where are disruptive innovations most likely to come from? At this time, the literature is in disagreement regarding the origins of disruptive innovation. A central tenet of the concept is that disruptive innovation originate with new market entrants. They do not come from the incumbent’s existing customer base. On the other side, the literature on user innovation, offers extensive evidence that users are often the source of breakthrough innovations. Our paper empirically assesses the two sides of this argument to derive new theory on the functional sources of disruptive innovations. Based on existing theory relating to disruptive innovation, user innovation and industry evolution, we derive contingent hypotheses on the sources of disruptive innovation. We test our hypotheses using content analysis based on a unique dataset compiling historical data for 62 disruptive innovation. Our investigation of the functional sources of disruptive innovations can contribute in several ways: Most importantly, we integrate the literatures on user innovation and disruptive innovation. To our knowledge, our study is the first to connect these research streams. It leverages the extensive literature on user innovation to inform the debate about customer and market orientation for the management of disruptive innovation by identifying conditions under which listening to users is beneficial for incumbents. Our study also contributes to the user innovation literature by extending our understanding of the contingency factors favoring the two different functional sources of innovation.
Search Terms: User Innovation | Disruptive Innovation
Paper is No Longer Available Online: Please contact the author(s).
TIM: Who With Whom? - Configurations of External Innovation Partners For Innovation Success
Author: Bernadette Alexa Baumstark, U. of Mannheim
The integration of external innovation partners into innovation processes has been widely studied and mostly proved to be beneficial in terms of performance. Besides several studies on single effects of different external partners, the work by Laursen and Salter (2006) as well as by Leiponen and Helfat (2010) has emphasized the importance of a broad set of external innovation partner types with whom a firm should deeply collaborate. But, up to now, it is unclear as to how breadth should look like in detail with respect to right mixtures of external partner type portfolios. This could be of special interest for both advancing theory on alliance portfolio diversity as well as external search strategies and deriving implications for managers’ open innovation strategy. In order to answer this research question, I conduct a multi-method approach of deductive analyses based on the set-theoretic approach of fuzzy QCA (fs/QCA), followed by inductive analyses based on Tobit regressions. By means of a primary data set comprising 114 firms from the Western-European automotive industry, the exploratory fs/QCA analysis shows several equifinal solutions for innovation performance and provides implications as to how the multitude of external partners complements or substitutes each other in context of incremental and radical innovation performance. In a next step, Tobit regression analyses illustrate that the identified configurations from fs/QCA hold (in terms of significance and coefficient sign) by means of a large (n=1410) secondary data sample provided by the Community Innovation Survey.
Search Terms: Open Innovation | Combinations of External Partners | Alliance Partner Diversity
Paper is No Longer Available Online: Please contact the author(s).
TIM: Network Strategies of Research Intermediaries in Collaborative R&D
Author: Edyta Ewa Korpas, KU Leuven
Author: Filip De Beule, KU Leuven
Author: Ernst Verwaal, KU Leuven
This study examines how a research intermediary deals with dependence and uncertainty in network relationships in shared R&D programs. Specifically, we seek to understand how the research intermediary can successfully facilitate ties among heterogeneous network partners while mitigating dependence and uncertainty in open innovation networks for R&D collaboration. For that purpose, this research explores the role on two apparently opposing network strategies: tertius gaudens and tertius iungens. While tertius gaudens uses the intermediary position to create its own advantage through exploitation of asymmetric resource flows, tertius iungens uses the same position to maximise value for all network partners. Using a qualitative in-depth case study, the paper explores a number of factors that may influence the enactment of these strategies. The findings suggest that both strategies are used by the research intermediary, however, the use of tertius gaudens strategies is constrained by the risks for the relationships with the network partners.
Search Terms: research intermediary | open innovation | resource dependence
Paper is No Longer Available Online: Please contact the author(s).
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